we purpose driven - hftp · 2019-03-12 · 3/12/2019 1 purpose driven governance how boards...
TRANSCRIPT
3/12/2019
1
Purpose Driven GovernanceHow Boards Influence Club SuccessClub Summit
Frank Vain, McMahon Group, Inc.
Nashville, Tennessee
March 12, 2019
Purpose Driven Boards
• “How are we doing?”
– Responsible boards are accountable to the mission
• “What we’re doing”
– Effective boards are not mired in operational minutia
• “Where We’re Headed”
– Purpose driven boards have a nose for the future
3/12/2019
2
It’s All About Leadership
The Stakes Are Higher
Directors confront complex challenges:
• Great Recession aftermath
• Changing demographics
• Evolving recreational preferences
• How to adapt and reinvest
Club viability and sustainability often at risk
Common Challenges
• 56% of nonprofits struggle with board governance
• Majority believe colleagues are not engaged
• Half report challenges evaluating their performance
• 38% have difficulty with strategy• 25% of directors say they do not have a clear understanding of their organization’s strategy• Source: 2017 Stanford Survey on Nonprofit
Leadership and Management
3/12/2019
3
What’s Most
Important?
• 82% of nonprofit executives prioritize “Passion for Mission” as top requirement for new directors
• 53% of nonprofits have difficulty finding board members who are passionate about their cause
• Source: BoardSource
What’s The Job?
“To have a sense of where the organization is going and must go is the core and essence of the very best leadership”
John Gardner
U.S. Ambassador and Statesman
3/12/2019
4
• Today’s leaders must:– Understand the Environment
– Know What Members Want
– Establish a Sense of Purpose (Vision)
– Generate & Maintain Members’ Trust
– Communicate to Create Alignment
– Be a Catalyst for Adaptive Change
• Keys to Success– Solid Structure:
• Size and composition, orientations, succession, etc.
– Right People:• Development/elections
– Wholistic View: • Consider needs of entire club
– Strategic vs. Operational
– A Fun Challenge: • Make it interesting
3/12/2019
5
Key Responsibilities
• A Question of Strategy:• Where are we going?
• An Issue of Talent Management:• Who is going to get us there?
Point of Departure
• Rely on data and fact to make decisions, not emotion
– Understand the external environment
– Know your members
3/12/2019
6
Member Input
Surveys identify values and trends
Why join?
Most important activities?
Willing to recommend membership?
Future programs and facilities?
Data helps bridge gaps between segments
Analyze results by all members
Compare with recent joiners and younger members
Distance from Home to Club
0‐3 Miles44%
4‐7 Miles30%
8‐15 Miles19%
Over 15 Miles7%
3/12/2019
7
Local Club Comparison
Local Clubs US Club A Club B Club C Club D
Total Members 550 640 698 740 625
Initiation Fee $295k $195 ‐ $210k $60k $135k $140k
Monthly Dues $975 $944 $430 $730 $1,050
Facility Improvements
Status Proposed Almost Complete Just Approved In Planning Completed 2010
Improvements
Fitness • Existing Size: 1,296 s.f.
• Movement & Future: 3,200 s.f.
• Treatment s.f. + 147%
• New 3,375 s.f. Fitness Center with movement studio
• Expand Fitness Center to 4,000 s.f. to include movement studio
• Expand fitness
• New 36,000 s.f. Fitness Center with 2 movement studios and spa facilities
Dining • Pool Dining/Bar: 2,120 s.f. of new casual indoor/ outdoor dining
• New outdoor dining
• Improvedoutdoor dining
• New casual dining
• Improved outdoor dining
Pool• New youth lounge ‐ • New pool area • New pool area
• Improved pool area
Other • Living Room and Terrace improvements
• New clubhouse/ locker expansion
• New bar & patio improvements
• Clubhouse remodel
‐
3/12/2019
8
Where Are We Going?
Mission
Strategic Issues
SWOT Analysis
Goals
Strategies
Strategic PlanBoard and
General Manager
Vision and Values
Vision
• Must be compelling to attract followers
• Clarity and power of purpose
– “People don’t buy what you do; they buy why you do it.” –Simon Sinek
3/12/2019
9
Clouded Vision
Clubs can get trapped in history or caught up in activities
Typical Mission
• XYZ CC has a proud heritage and tradition as a private, family‐oriented country club. We are committed to providing exceptional service, outstanding golf, recreation and social experiences in a friendly and welcoming environment for all Members and their guests.
3/12/2019
10
Establish Clarity
Define the Why?
• It is the steady shift in emphasis that keeps organizations growing
To retain relevance and vitality
• Refresh, Refine and Extend Mission
Adaptation Can Be Difficult
• Build strategy consistent with heritage and values
• Clubs exist in larger societal context and shifting interests
• Must reflect changing values and lifestyles
3/12/2019
11
Multnomah Athletic
Club
• Evolving athletic focus
– Began with individual pursuits
– Expanded to team participation
– Embraced fitness for the family
• Core Purpose
– “To enrich lives, foster friendships and build upon our traditions of excellence in athletics, social and educational programs”
• Opens pathways to activities like Foundation, community outreach, etc.
Culture
• “Culture eats strategy for breakfast.”
– Peter Drucker, father of modern management
• Culture counts: To be effective, strategy must be developed in context
• Trumped by “The Why”
– Guardrails, not roadblock
– Expand out to the “hows” and “whats”
3/12/2019
12
Who is Going to Get Us There?
Schedule
Objectives and Action Steps
Accountability/Responsibility
Evaluation Criteria
ResourcesOperational Plan
General Manager and Staff
Talent Management
• Qualities of a Successful Team
• They communicate well with each other
• They agree and set team goals
• Everyone contributes their fair share
• They offer support for others on the team
• Represent diverse viewpoints
• Good leadership – trust and respect
• Organized
• They have fun!
• Source: Undercover Recruiter
3/12/2019
13
The Baseline
• Seek and respond to member input
• Set clear standards for elections, duties, terms, etc.
• Be strategic
• No “I” in Team
• Legal and ethical compliance
• Set goals and evaluate performance
• Plan makeup and succession
Setting the Tone
• Strategic agendas
– Reasonable time frames
– Behaviors
– Consent agendas
– High level issues
– Socialize afterwards!
3/12/2019
14
Right‐Size Your Board
• Larger boards are less effective
– Failure to resolve issues
• Speaking time limited
• Participants only advocate
• Unable to process information/resolve differences
• Be narrow at top, make footprint larger at bottom:
– Effective committees
– Member input
– Communicate
Board Policy Manual
• Compiles all current club policy and governing documents in one place
• Key reference– Standards– Purpose and uses– Strategic elements– Board organization and process– Board/staff relationships– Executive parameters
• Regular place on the board agenda
3/12/2019
15
Who Is Going To Get Us There?
• Board Development Committee
– Change Nominating Committee to Board Development Committee
– Always in session, not just at election time
– Develop board member criteria
– Structure board orientation
– Create board training exercises
– Interface with Committees to identify future talent
Board Development Process
• Solicit participants
• Interview candidates
• Communicate with members
• Work with unsuccessful candidates
3/12/2019
16
Board Development Program
Prepare for service by working on committees and task forces
Implement Board Orientation
Program to help new members quickly become
effective contributing members
Implement continuing education program to introduce members to effective
governance techniques
Build a trusted slate of advisors so board has insights into industry and effective practices
Board Communications
• Communicate to build alignment
• Provide regular communications about club business
• Solutions:
– Separate from general news
– Send members quarterly updates on club business
– Populate governance section of website
– Hold periodic town hall meetings
– Get member feedback through periodic surveys
3/12/2019
17
Annual Board Workshop
• Break away from regular agenda
• Talk about longer range subjects
• Hear from industry experts• Increase understanding of
club business• Mix in social time to
increase understanding and working relationships
Influence Your
Influencers
• Committees:
– Generally an untapped/unmanaged resource
– Work in silos
– Bring all Committee members together at start of year
– Thank them for their service
– Present Mission and Vision
– Highlights of coming year
– Enroll them in governance process and key initiatives
3/12/2019
18
Keys to Purposeful
Governance
• Sound Foundation:– Nominating/Board Development Committee
• Strategic– Have, follow and UPDATE a strategic plan
• Execute:– Invest in the best management team you can afford
• Enroll Members:– Align your committees
• No personal agendas
Summing Up
• Cyclical and secular trends indicate continued challenges for private clubs
• Club governance more complex and challenging than ever
• Continually refine and extend your mission for relevance and success– Where we’re going and must go
3/12/2019
19
Thank You for ListeningYour Questions are Welcomed